Albert J. Mills

In today's world we rely on formal organizations for almost everything that we do. These organizations in turn shape our expectations of how people should behave. Whether our interaction with an organization is positive or negative will depend on the structure, character, and control of the organization. The text introduces and explains the central theories, concepts, and models of the field of organizational behaviour; at the same time, it advances the key ideas of competing paradigms, integrating many of their main issues. In this way Organizational Behaviour in a Global Context offers a unique view into twenty-first century organizations. Featured studies and cases of several major organizations including British Airways, Scandinavian Airlines System, Ontario Hospitals, Pfizer, the Catholic Church, Mountain Equipment Co-operative, Workbrain, Wal-Mart (and many others) allow the reader to understand the context in which to consider specific themes. These themes are also explored in separate chapters-including chapters on gender at work and race/ethnicity in the workplace. Finally, the authors use current research to examine aspects of organizational behaviour from a gender, class, or race/ethnicity approach. An instructor's manual, available on CD-ROM, includes chapter-by-chapter PowerPoint presentations, a 500-question test bank, additional discussion questions, and previously unpublished case studies drawn from the Dark Side Competition (on Rwanda, Coca-Cola in India, Bhopal, and Nestle).

There has been a surge of ANTi-History research over the last 15 years. ANTi-History brings together the most impactful efforts to develop, apply and critique ANTi-History in one comprehensive book. Deal, Hartt and Mills make sense of and organize the ongoing conversation around ANTi-History, using it as a lens to assess both the future and the potential of the budding field of historical organization studies and business history. They offer a systematic close reading of ANTi-History through its introduction to the field nearly two decades ago; the literatures that theorize it as an approach for ‘doing history’ and how others have contributed to its usefulness to scholars, practitioners, and students. In addition, they offer an exploration of the empirical research areas, settings, and contexts – especially its position within an archival zeitgeist in critical management studies – that scholars have engaged in; and the international character that it has taken across numerous countries around the world. ANTi-History revisits the debates that concern ANTi-History and its theorization of the past, identifying potential future research and unique opportunities to further advance and refine ANTi-History and critical historiography scholarship.

Management and organizational history has grown into an established field of research with competing and contrasting approaches and methods that are relevant for management and organization studies.This short-form book provides readers with expert insights on intellectual interventions in management and organization history. The authors illuminate the central ideas, works, and theorists involved in forming the link between history, management, and organization studies, particularly focusing on the debates addressing the need for a 'historic turn' in management and organizational studies.With coverage of nascent schools of thought in management historiography, such as ANTi-History, revisionist history, counter-history, rhetorical history, the Copenhagen School, microhistory, critical realist histories, alongside existing modernist and post-modernist approaches, as well as postcolonial, decolonial, and feminist critiques, the book is essential reading for scholars and students learning or exploring the role of history in management and organization studies.

Management and organizational history has grown into an established field of research with competing and contrasting approaches and methods that are relevant for management and organization studies.This short-form book provides readers with expert insights on intellectual interventions in management and organization history. The authors illuminate the central ideas, works, and theorists involved in forming the link between history, management, and organization studies, particularly focusing on the debates addressing the need for a 'historic turn' in management and organizational studies.With coverage of nascent schools of thought in management historiography, such as ANTi-History, revisionist history, counter-history, rhetorical history, the Copenhagen School, microhistory, critical realist histories, alongside existing modernist and post-modernist approaches, as well as postcolonial, decolonial, and feminist critiques, the book is essential reading for scholars and students learning or exploring the role of history in management and organization studies.

For the first time in a single edited collection, this important body of feminist work traces the relationship between the formation of organizational culture and the development, maintenance and changing character of workplace discrimination. Based on three decades of archival research by Albert J. Mills and his colleagues, the book brings together a series of articles, chapters and hitherto unpublished papers that document the founding and growth of our major international airlines – Air Canada, British Airways, Pan American Airways, and Qantas Airways – to understand the comparative influence of organizational cultures not only on internal organizational processes but also social understandings of gendered practices. The insights generated in this body of work bring to light the complexity of organizational rules, symbolism, language, imagery, storytelling, and `history’ as they impact on the practices and sensemaking of those involved in producing discrimination at work. Feminists and other diversity researchers will find this collection useful not only for insights on the processes of discrimination but also on the various reflections on methodological approaches that are peppered throughout. To that end, qualitative researchers and management and organizational historians with an interest in methodology will also find the book valuable in its reflections on the range of approaches discussed throughout.

This book represents the coming together of two key debates within organization studies: theorizing on gender and ways of understanding resistance. These debates have been given renewed vigour with the 'postmodern turn' in organization studies and feminist theory. Fusing these two literatures together offers a far deeper understanding of the issues of power, subjectivity and agency. Representing a growing interest in the contributions that feminist theorizing can offer to the study of organizations, this book focuses on issues of gender and resistance in organizations and, in particular, presents theorising which attends to the dualistic debate of compliance versus resistance to offer more generative understandings of reistance.

This book sets out to answer the call for the historic turn in organization studies through the development of an alternative methodology for history, one that we call ANTi-History. In responding to that call, this book contributes generally to the broad critique of the ahistorical nature of management and organization theory, but more specifically it sets out to address the need for more historicized research and in particular, alternative ways of writing and conceptualizing history. The application and theoretical development of ANTi-History is explored through the performance of a series of histories of Pan American Airways.

This book sets out to answer the call for the historic turn in organization studies through the development of an alternative methodology for history, one that we call ANTi-History. In responding to that call, this book contributes generally to the broad critique of the ahistorical nature of management and organization theory, but more specifically it sets out to address the need for more historicized research and in particular, alternative ways of writing and conceptualizing history. The application and theoretical development of ANTi-History is explored through the performance of a series of histories of Pan American Airways.

This exciting new text fills the gap in the management literature on organizational change. It presents a balanced view, which raises questions about the imperative of change, who’s interests are being served, how change programmes impact on employees and why organizations continually engage in such programmes. It gives readers a comprehensive history of:change management literaturetypes of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.) the role of management gurus in the rise and fall of management fashionsthe impact of organizational change on organizational members.The authors provide case vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures. This is an innovative and important new text for students of organizational behaviour, organizational change, strategy and HRM.

This exciting new text fills the gap in the management literature on organizational change. It presents a balanced view, which raises questions about the imperative of change, who’s interests are being served, how change programmes impact on employees and why organizations continually engage in such programmes. It gives readers a comprehensive history of:change management literaturetypes of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.) the role of management gurus in the rise and fall of management fashionsthe impact of organizational change on organizational members.The authors provide case vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures. This is an innovative and important new text for students of organizational behaviour, organizational change, strategy and HRM.

First published in 1994, Reading Organization Theory has established itself as a pre-eminent text in its field. This new edition brings current research in mainstream and critical approaches to the discipline fully up to date, with new case studies plus web-based resources. Previous editions have been widely used in colleges and universities in Canada, the US, UK, Ireland, Australia, and elsewhere, and this third edition of Reading Organization Theory will find an ongoing and enthusiastic readership amongst all who are concerned with the challenging and essential task of rethinking organizations in the twenty-first century.

This book represents the coming together of two key debates within organization studies: theorizing on gender and ways of understanding resistance. These debates have been given renewed vigour with the 'postmodern turn' in organization studies and feminist theory. Fusing these two literatures together offers a far deeper understanding of the issues of power, subjectivity and agency. Representing a growing interest in the contributions that feminist theorizing can offer to the study of organizations, this book focuses on issues of gender and resistance in organizations and, in particular, presents theorising which attends to the dualistic debate of compliance versus resistance to offer more generative understandings of reistance.

Illuminating the troublesome and disturbing aspects of workplace diversity that tend to be glossed over in most management literature, Managing the Organizational Melting Pot covers key issues such key as: individual and institutional resistance, the effectiveness of diversity change efforts, and the less visible ways in which exclusion and discrimination continue to be practiced in the workplace. To assist the reader in understanding some of these dilemmas, the contributors to this collection adopt an array of theoretical frameworks, that are all striking departures from traditional and more functional perspectives on diversity. The volume also employs a variety of theoretical perspectives, including intergroup relations theory, critical theory, Jungian psychology, feminism, post-colonial theory, cultural history, postmodernism, realism, institutional theory, and class analysis. Further, the authors examine a multitude of organizational situations in which the complications of diversity surface-many of which cross race, gender, ethnic and other socially constructed boundaries. Managing the Organizational Melting Pot draws examples not only from the United States , but also looks at situations from Canada, Britain, and the Middle East. Students, scholars, and managers who want to prepare themselves to deal with the challenges presented by a multicultural workforce will find this beneficial reading. In addition, researchers interested in conducting research in diversity management will find this an up-to-date, thought-provoking resource.